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… and right after the McKinsey survey, HBR has an article by Andrew Campbell, Jo Whitehead (Ashridge) and Sydney Finkelstein (Dartmouth) on neuroscience revelations about how leaders’ judgment gets distorted. It seems we have systematic biases, then land on initial conclusions we are reluctant to change, and the article offers a ‘red flag’ process for guarding against the dangers.
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More (mostly) helpful advice re the downturn from HBR is Seize the advantage in a downturn in which David Rhodes and Daniel Stelter of BCG offer thoughts to stabilize your business and find opportunities … but beware!
Good to see the Boston Consulting Group encourage us to focus on the core business (as we should have been doing in the first place), protect product development, look at competitors’ weaknesses etc. – and ...
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The music industry is a great example of where ‘changing the business model’ – aka ‘strategic innovation’ or transformation – has been essential. So although I have poured cold water on this idea for almost all firms at almost all times, it’s worth looking at this case.
Apple’s development of iTunes of course features strongly in demonstrations of the concept, as in Christensen et al in HBR. Music was going digital, so what a great idea to give ...
Continue Reading →How to win by changing the game by head of Booz N America business Cesare Mainardi, and colleagues Paul Leinwand and Steffen Lauster makes a strong case for building capabilities to capture new opportunities, rather than looking inward at what you already have. Capabilities feature strongly in current strategy writing, but seem hard to make practical. The article implies, though, that they have a way of making capabilities concrete and measurable, to arrive at a ‘capability ...
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Another interesting one in HBR is Teaming up to Crack Innovation: Enterprise Integration. Essentially makes the same points as the HBS Working Knowledge article on P&G’s New Innovation Model, which, though it is on only one case, is more informative about what was actually done. P&G also pushed the model harder outside the organisation than the HBR article suggests.
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